The impacts of the data-technology-automation revolution are all around us, but we have already learned that the age of transformation calls for more than just faster ways of doing old things.
Defining the Operating Model for the Digital EnterpriseLee Bryant
Earlier this week at the IOM Summit in Cologne, I gave a talk entitled ‘Defining the Operating Model for the Digital Enterprise’ that outlined what I think are the two key foundations of a digitally transformed enterprise...
Leading Digital - Turning Technology into Business TransformationCapgemini
The annual festival of digital inspiration and innovation, hosted in Wales this week saw Capgemini partner with Welsh Government to showcase the Rural Payments Wales (RPW) project. As well as a stand demonstrating our solution, we also had a keynote by Cliff Evans and Matt Howell joined the panel session to discuss digital entrepreneurship. Capgemini were key sponsors; others included Accenture and Dell.
The Operating Model That is Eating the Worldundercurrent
Today's fastest-growing, most profoundly impactful companies are using a completely different operating model. We refer to this model as The Responsive Operating System, and we think it'll change the world.
Defining the Operating Model for the Digital EnterpriseLee Bryant
Earlier this week at the IOM Summit in Cologne, I gave a talk entitled ‘Defining the Operating Model for the Digital Enterprise’ that outlined what I think are the two key foundations of a digitally transformed enterprise...
Leading Digital - Turning Technology into Business TransformationCapgemini
The annual festival of digital inspiration and innovation, hosted in Wales this week saw Capgemini partner with Welsh Government to showcase the Rural Payments Wales (RPW) project. As well as a stand demonstrating our solution, we also had a keynote by Cliff Evans and Matt Howell joined the panel session to discuss digital entrepreneurship. Capgemini were key sponsors; others included Accenture and Dell.
The Operating Model That is Eating the Worldundercurrent
Today's fastest-growing, most profoundly impactful companies are using a completely different operating model. We refer to this model as The Responsive Operating System, and we think it'll change the world.
Time to join the revolution: Agile change in financial servicesAccenture Insurance
Agile change has always been a priority for financial services organizations. However, in today’s rapidly evolving digital world, it is now clear that they must make it a critical capability to survive and thrive. Applying agile end-to-end business change increases the speed to benefit, and impacts every aspect of a business from customers and employees to organization and processes. Making change their core competence will help FS firms find new ways of serving customers and creating value. This report spells out what is needed to succeed with agile, and proposes five culture-related steps FS firms can take to improve their organization agility
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Driving Competitive Advantage In Uncertain TimesGreg Meyers
Reimagine business processes by extending digital’s power all the way through to the middle and back office where it can generate growth, cost efficiency, and business agility.
Think for a moment the way a Hollywood movie is made.
To ensure the most appropriate and highest quality talent is acquired, a mixed team of ‘contractors’ is pulled together, each of them fulfilling a specific requirement for the film. These teams form, create magic onscreen, and then, when the movie is over, disband.
We believe this "Hollywood Model" is one the government should adopt to help improve access to the talent required to drive Digital Transformation. We believe that to bring together the most experienced team of people requires not just recruitment, but also the coordination and leadership of a mixture of both internal and external talent, hand- picked to answer the specific requirements of the challenge.
Disruptive innovation is an innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market-leading firms, products, and alliances.
Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive ...Accenture Insurance
While financial services firms have proven themselves capable of making small changes that increase effectiveness and better manage risk, in today’s competitive environment success hinges on a broader, multi-disciplinary transformation that affects the entire fabric of the industry. “Change fitness”—an organization’s ability to quickly and effectively drive all sorts of change—has become a core competency.
“Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive Landscape In Financial Services” explains how data analytics can reveal strengths and weaknesses within a financial services firm that, when addressed effectively, can improve change fitness and help drive the kind of large scale change that will sustain competitiveness for the long term.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
User expectations are the main driver and at the same time the most visible domain where digital transformation has an impact. But, in fact all businesses are going digital, and not just at their front end; health care, industry, utilities, public services, banks and insurance companies… The digital transformation becomes a matter of survival for the most of these organizations and represents a major challenge for its decision makers.
We will demonstrate how NRB can drive your digital transformation through services such as consultancy, integration, big data and mobility that leverage user experience, operational efficiency, information management as well as the evolution of your business models.
Presentation given at the 12/1/2016 Business Architecture Summit, on the business architecture of digital management. Based on a scaling/emergence model that proposes different concerns arise at different organizational scales: individual, team, team of teams, and enterprise.
The 9 Key Steps in Digital Workforce TransformationKelvin Durcan
The primacy of people remains to the success of any digital transformation. Changes to business models means changes to the shape of the workforce. It is mission-critical to anticipate how changing strategies and business models will alter an organisation’s workforce requirements. Hence the imperative is to adopt a more strategic approach to workforce management. This white paper outlines the nine key steps involved in digital workforce transformation.
Business Transformation Vs Digital Transformation – Know The Basics!SkyTrust Inc.
Change is inevitable. It will happen irrespective of your efforts to not change or transform. Darwin mentioned in yesteryears that evolution is a significant part of nature and whoever doesn’t evolve is doomed to vanish from the face of the Earth. Whether it is a tradition or culture, people or organizations, everything undergoes change in order to survive in this ever-evolving world. This is a major reason why businesses transform to make themselves more efficient and their client base, more satisfied.
Time to join the revolution: Agile change in financial servicesAccenture Insurance
Agile change has always been a priority for financial services organizations. However, in today’s rapidly evolving digital world, it is now clear that they must make it a critical capability to survive and thrive. Applying agile end-to-end business change increases the speed to benefit, and impacts every aspect of a business from customers and employees to organization and processes. Making change their core competence will help FS firms find new ways of serving customers and creating value. This report spells out what is needed to succeed with agile, and proposes five culture-related steps FS firms can take to improve their organization agility
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Driving Competitive Advantage In Uncertain TimesGreg Meyers
Reimagine business processes by extending digital’s power all the way through to the middle and back office where it can generate growth, cost efficiency, and business agility.
Think for a moment the way a Hollywood movie is made.
To ensure the most appropriate and highest quality talent is acquired, a mixed team of ‘contractors’ is pulled together, each of them fulfilling a specific requirement for the film. These teams form, create magic onscreen, and then, when the movie is over, disband.
We believe this "Hollywood Model" is one the government should adopt to help improve access to the talent required to drive Digital Transformation. We believe that to bring together the most experienced team of people requires not just recruitment, but also the coordination and leadership of a mixture of both internal and external talent, hand- picked to answer the specific requirements of the challenge.
Disruptive innovation is an innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market-leading firms, products, and alliances.
Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive ...Accenture Insurance
While financial services firms have proven themselves capable of making small changes that increase effectiveness and better manage risk, in today’s competitive environment success hinges on a broader, multi-disciplinary transformation that affects the entire fabric of the industry. “Change fitness”—an organization’s ability to quickly and effectively drive all sorts of change—has become a core competency.
“Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive Landscape In Financial Services” explains how data analytics can reveal strengths and weaknesses within a financial services firm that, when addressed effectively, can improve change fitness and help drive the kind of large scale change that will sustain competitiveness for the long term.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
User expectations are the main driver and at the same time the most visible domain where digital transformation has an impact. But, in fact all businesses are going digital, and not just at their front end; health care, industry, utilities, public services, banks and insurance companies… The digital transformation becomes a matter of survival for the most of these organizations and represents a major challenge for its decision makers.
We will demonstrate how NRB can drive your digital transformation through services such as consultancy, integration, big data and mobility that leverage user experience, operational efficiency, information management as well as the evolution of your business models.
Presentation given at the 12/1/2016 Business Architecture Summit, on the business architecture of digital management. Based on a scaling/emergence model that proposes different concerns arise at different organizational scales: individual, team, team of teams, and enterprise.
The 9 Key Steps in Digital Workforce TransformationKelvin Durcan
The primacy of people remains to the success of any digital transformation. Changes to business models means changes to the shape of the workforce. It is mission-critical to anticipate how changing strategies and business models will alter an organisation’s workforce requirements. Hence the imperative is to adopt a more strategic approach to workforce management. This white paper outlines the nine key steps involved in digital workforce transformation.
Business Transformation Vs Digital Transformation – Know The Basics!SkyTrust Inc.
Change is inevitable. It will happen irrespective of your efforts to not change or transform. Darwin mentioned in yesteryears that evolution is a significant part of nature and whoever doesn’t evolve is doomed to vanish from the face of the Earth. Whether it is a tradition or culture, people or organizations, everything undergoes change in order to survive in this ever-evolving world. This is a major reason why businesses transform to make themselves more efficient and their client base, more satisfied.
How will digital transformation consulting change business operationsAdvanceSolutions
to know the keys of the best digital transformation consulting that will help change the business operations incorporating the rapid technological advancements to outsmart the competitors.
The Roadmap to Your Digital TransformationAdVictoriam
Is your business ready for digital transformation? Do you have a digital transformation roadmap? Does it lay a solid
foundation for a successful transition to your future digital business?
In order to succeed, start with a current assessment, identify gaps, then define the actions and resources required to fill
those gaps along your journey.
Visit our Website : https://www.advictoriamsolutions.com/
DIGITAL EVOLUTION: A SUSTAINABLE APPROACH TO DIGITAL BUSINESS GROWTHEndava
From Digital Transformation to sustainable digital business growth through Digital Evolution, in a whitepaper by Endava’s Chief Digital Officer, Justin Marcucci.
The Six Stages of Digital Transformation by Brian SolisBrian Solis
For companies faced with the prospect of “Digital Darwinism,” the hardest part is evaluating what need to be changed first. In Brian Solis' deepest dive into Digital Transformation yet, he created a maturity model that helps companies assess exactly where they are, and where they need to be on the road to digital transformation.
After several years of interviewing those helping to drive digital transformation, we have identified a series of patterns, components, and processes that form a strong foundation for change. We have organized these elements into six distinct stages:
Business as Usual
Present and Active
Formalized
Strategic
Converged
Innovative and Adaptive
Work with Brian to develop research, thought leadership or strategy to survive and thrive in an era of digital Darwinism. brian@briansolis.com - www.briansolis.com | Hire Brian to keynote your next event! www.briansolis.com/speaking
The Future of Business: Trends in Digital TransformationQurinom Solutions
Digital transformation is the process of integrating digital technology into all aspects of a business, fundamentally changing how it operates and delivers value to customers. This transformation involves utilizing digital tools and technologies to streamline operations, improve efficiency, and enhance the overall customer experience. By embracing digital transformation, businesses can stay competitive in today's fast-paced, technology-driven world.
Everything You Need To Know About: Digital Transformation StrategyCerebrum Infotech
A digital transformation strategy is a way of reorganising the company to incorporate digital technologies throughout pertinent areas in order to accomplish a number of objectives, such as enhanced efficiencies and collaboration, quicker delivery, and more customer satisfaction.Visit our website to find out more information.
Digital is changing the world. We are experiencing yet another technology paradigm transition – after the emergence of the first and second IT platforms – supported by social networks, mobile technologies, Big Data solutions and business analytics, and cloud computing services use. Business-as-usual is no longer an option, and if the nature of business does not change, the potential consequences may be devastating.
What is Digital Transformation | Digital Transformation Myths and Trends 2018hakuna matata solutions
If you want to lead your organization through digital transformation, the first step is understanding the realities of digital transformation. In this SlideShare we use excerpts from a few, prestigious industry reports/white papers to dispel a few myths.
The burgeoning digital transformation and the challenges involvedEnov8
Many organisations have started their ambitious journey in order to reshape their existing market and open the doors to the treasure trove. Enov8 brings down to you the key challenges faced by the organisations which need to be overcome in order to have a successful transition.
Now in its fourth year, Deloitte’s Women @ Work report examines some of the critical workplace and societal factors that have a profound impact on women’s careers. Representing the views
of 5,000 women from organizations across 10 countries, the report seeks to understand the lived experiences of women at work—and the ways in which aspects of their lives outside work can
impact these experiences. Past reports were dominated by the negative impacts of the pandemic and the resulting challenges as we emerged from it. This year’s report continues to explore
these issues, while also delving deeper into women’s experiences with their health, safety, rights, and household responsibilities.
Now in its fourth year, Deloitte’s Women @ Work report examines some of the critical workplace and societal factors that have a profound impact on women’s careers. Representing the views
of 5,000 women from organizations across 10 countries, the report seeks to understand the lived experiences of women at work—and the ways in which aspects of their lives outside work can
impact these experiences. Past reports were dominated by the negative impacts of the pandemic and the resulting challenges as we emerged from it. This year’s report continues to explore
these issues, while also delving deeper into women’s experiences with their health, safety, rights, and household responsibilities.
Operational Transfer Pricing (OTP) – Delivering future solutionsaakash malhotra
While TP policies are set by tax teams, implementation responsibility lies with finance
function, which may result in data definition gaps
• With different finance personnel working on different entities, the TP policies / cost
allocation logics may not be consistently applied to all the entities within the Group
• Manual computations are prone to errors; increasing the TP risk significantly
• Legal entity P&L
New criminal laws— Future of criminal justice system in Indiaaakash malhotra
The three new criminal laws, the Bharatiya Nyaya Sanhita, the Bharatiya Nagarik Suraksha Sanhita, and the Bharatiya Sakshya Adhiniyam, which replace the Indian Penal Code (IPC), the Code of Criminal Procedure (CrPC), and the Indian Evidence Act respectively, will come into force from 1 July this year
Evolving Technology Trends Is your bank ready for tomorrow?aakash malhotra
Banks around the world have been
racing to catch up with the ever-evolving
technological trends shaping the way they
operate and serve their clients.
Prior to COVID-19, the Middle East
financial services industry was evolving
at a measured pace, driven by changing
customer expectations, heightened
competition from incumbents and
new entrants, evolving regulations, and
advancements in technology. In a matter
of weeks, COVID-19 upended those
conventions
With the advent of the digital era, technology has continued to be the primary catalyst in shaping the world, and has led to an unprecedented amount of change, both at work and at home. As a result of the pandemic, there has been a significant impact that has begun to break the inertia of digital adoption due to several government policies and initiatives, driving the adoption of emerging technologies across various industries
E VOLVING STRATEGIC BUSINESS imperatives, trends, and disrupters are driving a seismic shift in the way IT organizations operate. This report-part of a series exploring the merger of business and technology strategies and the reimag- ination of technology's role in the business-aims to address fundamental questions about the future of work in technology
Toward True Organizational Resilience | Deloitte’s Global Resilience Reportaakash malhotra
Deloitte's Global Resilience Report for insights into how organizations worldwide are navigating challenges and building resilience in an ever-evolving landscape.
Risk Advisory’s new narrative Mitigate risks effectivelyaakash malhotra
Deloitte's India risk advisory services to fortify your business resilience. Deloitte offers expert insights and solutions to mitigate risks effectively.
India Banking Fraud Survey Edition IV - Deloitteaakash malhotra
Deloitte's India Banking Fraud Survey Edition IV for insights into the latest trends and challenges in the financial industry. Explore strategies to combat fraud risks. #BankingFraud #DeloitteSurvey
Deloitte's Sustainability Perspectives for valuable insights on monitoring and enhancing sustainability practices. Download the PDF for expert perspectives on sustainable business strategies.
Delve into the key findings and interesting facts on building organizational resilience from the Deloitte Global Resilience Report. Learn how to build a path towards organizational resilience and see why it is important to have organizational resilience. Discover the whole new world of opportunities that abound. Check out the report now!
Deloitte Risk Advisory New Narrative takes you from your 'now' to your 'next'. The detailed report gives us a snapshot of building and shaping businesses that can sustain and grow in an increasingly unpredictable world. It also covers Deloitte’s proprietary tools, enablers, market offerings, etc. Check out the report now!
Yearly Status of School Education in states and union territories of India - ...aakash malhotra
The CII-Deloitte Report on School Education, titled Yearly Status of School Education (YeSSE), is conceptualized to present school sector information in a simplified way, providing a snapshot of the status of school education in each state andunion territory. It also provides insights on focused school education themes.
Annual Status of Higher Education (ASHE), 2023 In states and union territorie...aakash malhotra
Indian higher education is at an inflection point. Explore Deloitte's insightful report in collaboration with CII on the Annual Status of Higher Education (ASHE), 2023, which offers in-depth insights into the key themes and developments made in the HEIs in India. Discover the key statistics, trends, the impact of national education policy, and much more.
Deloitte Tech Trends 2023 is a comprehensive report that delves into the impact of adopting new-age technologies on ground-breaking innovations and foundational business industries such as BFSI, health care and pharmaceuticals, e-commerce, retail, and manufacturing. This report outlines expected trends that can disrupt businesses.
The global economy remains fragile going into 2023. There are possibilities of mild recession and stagflation in some economies. Deloitte 2023 Banking & Capital Markets Outlook shares comprehensive overview insights into the Banking and Capital market segments. Uncover about Retail Banking: Envisioning new ways to serve and engage with customers, Consumer Payments- build deeper financial relationships beyond transaction flows.
Large corporations have taken a leadership role in procuring renewable energy around the globe. Small and mid-cap companies represent the next wave of opportunity for utilities, renewable developers, and service providers. Deloitte offers a simplified approach to gaining access to renewable energy. Learn about the considerations made when targeting small and mid-cap segments. Read the In the Serious business: Corporate procurement rivals policy in driving the growth of renewable energy.
#Deloitte GST on Online #Gaming report sheds light on analyzing the effect of the tax rate and value of supply on #tax revenues. Detailed report estimating potential impact of #taxburden on the OG industry in India. #GoM proposal in the #GST regime for #onlinegaming services from 18 to 28 percent, its potential impact on the OG industry in India.
Pre-Budget Survey 2023 evaluates how the industry and leading experts view economic growth and government initiatives. Deloitte India survey expectations aim to study the expansion of the Indian sector.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
Learn SQL from basic queries to Advance queriesmanishkhaire30
Dive into the world of data analysis with our comprehensive guide on mastering SQL! This presentation offers a practical approach to learning SQL, focusing on real-world applications and hands-on practice. Whether you're a beginner or looking to sharpen your skills, this guide provides the tools you need to extract, analyze, and interpret data effectively.
Key Highlights:
Foundations of SQL: Understand the basics of SQL, including data retrieval, filtering, and aggregation.
Advanced Queries: Learn to craft complex queries to uncover deep insights from your data.
Data Trends and Patterns: Discover how to identify and interpret trends and patterns in your datasets.
Practical Examples: Follow step-by-step examples to apply SQL techniques in real-world scenarios.
Actionable Insights: Gain the skills to derive actionable insights that drive informed decision-making.
Join us on this journey to enhance your data analysis capabilities and unlock the full potential of SQL. Perfect for data enthusiasts, analysts, and anyone eager to harness the power of data!
#DataAnalysis #SQL #LearningSQL #DataInsights #DataScience #Analytics
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
Analysis insight about a Flyball dog competition team's performanceroli9797
Insight of my analysis about a Flyball dog competition team's last year performance. Find more: https://github.com/rolandnagy-ds/flyball_race_analysis/tree/main
Enhanced Enterprise Intelligence with your personal AI Data Copilot.pdfGetInData
Recently we have observed the rise of open-source Large Language Models (LLMs) that are community-driven or developed by the AI market leaders, such as Meta (Llama3), Databricks (DBRX) and Snowflake (Arctic). On the other hand, there is a growth in interest in specialized, carefully fine-tuned yet relatively small models that can efficiently assist programmers in day-to-day tasks. Finally, Retrieval-Augmented Generation (RAG) architectures have gained a lot of traction as the preferred approach for LLMs context and prompt augmentation for building conversational SQL data copilots, code copilots and chatbots.
In this presentation, we will show how we built upon these three concepts a robust Data Copilot that can help to democratize access to company data assets and boost performance of everyone working with data platforms.
Why do we need yet another (open-source ) Copilot?
How can we build one?
Architecture and evaluation
Unleashing the Power of Data_ Choosing a Trusted Analytics Platform.pdfEnterprise Wired
In this guide, we'll explore the key considerations and features to look for when choosing a Trusted analytics platform that meets your organization's needs and delivers actionable intelligence you can trust.
3. Beyond technology, beyond data, beyond
geography, we see organizations beginning
to seek transformation at the deepest level.
We see them changing what is possible.
This is Operations Transformation. The impacts of the data-
technology-automation revolution are all around us, but we have
already learned that the age of transformation calls for more than
just faster ways of doing old things. Organizations need to take
the revolution that is happening in the here and now – the Fourth
Industrial Revolution, the complex of innovation in data, machine
thinking and universal connectivity that is reshaping the world –
and make it their revolution. Realizing this ambition is what our
practice delivers.
But why operations? And why now?
Operations is the beating heart of any business. Technology, data,
processes, human networks and skills – these are the components
of operational advantage. But are they working together? Are the
changes being made now delivering the strategy? Are they serving
the business, or is the business serving them?
Time is of the essence. Organizations know that today’s operational
innovations have to deliver no later than tomorrow. They know
Fourth Industrial Revolution technologies offer new efficiencies, even
entirely new business concepts, but they have to be implemented
alongside legacy systems and practices. We share our clients’
ambitions for end-to-end transformation, but our mantra is business-
led change. We seek transformations that enhance today and
deliver tomorrow.
And that is why everything we do in Operations Transformation is
rooted in the business imperative. Whatever the drivers that are
demanding change we set business on the right path.
We couple business, process and service design with technology
fluency to solve our clients’ biggest challenges, bring the
unpredictable and unknown into focus and turn concepts into reality.
We work hand in hand with COOs and operations leaders to define
a shared agenda, travelling together from strategy to execution,
deploying technology that delivers real margin and revenue growth.
Our strength is our ability to draw upon our global network of
functional and industry experts who know how businesses really
operate, spanning the boardroom to the shop floor. The mission is for
transformation you can own.
Our record speaks volumes. We have already helped organizations
achieve sustainable transformations in cross-functional operations
excellence, embedding next generation technologies, harnessing new
data sources, and putting robotic and cognitive machines to work in
the real world. We have helped companies realize emerging business
models, challenging the blueprint of what a business should be and
could be. And we have already achieved revenue cycle and payments
transformations with extensive experience in changing cash-flow and
cost models in healthcare.
These are change processes, and change is challenging. It’s not just
the challenge of changing the business while running the business.
It’s also the challenge to the imagination.
It’s about staying true to yourself while imagining a future that is
radically transformed.
Howard Doberman
Partner, London UK
Global Operations
Transformation Leader
This is the age of transformation
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Operations Transformation | At the core of business
4. The Revolution is here – so what now?
This phrase is commonly used, but what is so revolutionary about this new
economic phase? And why does it demand a transformational response?
Put simply, the current revolution is a revolution in the structure of the
economy. It is not something that just belongs to businesses in obscure
technological niches. Everyone will be changed by Fourth Revolution
innovations, and some already are. We have worked through the
changes with companies in sectors from finance to resources, from
intellectual services to retail. Some will be changed quickly, some will be
changed in the near future. All will experience the forces of change. The
choice is to prepare and to act now – or take your chances in a turbulent
world you may not understand.
Economic revolutions driven by step-changes in technology are
nothing new. History is full of them. The machine revolution that
began in the 17th Century, the electric power revolution of the late
19th Century, the communications revolution, connecting people and
ideas in the 20th Century.
Yet these were discrete changes. They moved at normal speed. Today’s
revolution is integrative, convergent. Universal mobile communications,
unlimited data and thinking machines are combining to create
exponential changes.
Some call this, simply, the force of digital disruption. For some years
we have been polling corporate leaders on when they think they will
feel deep impacts from digital disruption. Four years ago most said
‘sometime’. Two years ago most said ‘soon’. Today, most say ‘now ’.
And how could corporate operations not be challenged to respond?
Only operations has the 360-degree view of a 360-degree revolution.
Only operations can answer the transformation challenge.
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Operations Transformation | At the core of business
5. ...and what does it mean for Operations?
The very idea of operations as a corporate function is contentious. You can see this
in the way that organizations have different titles for COOs. They may be heads of
materials, or quality, or production - to name a few.
Perhaps definitions don’t matter. We say, whatever is at the competitive
core of your business, that is operations. Resources, techniques, technology
and talent make up your operations. These may once have been different
responsibilities, but no longer. In the convergent economy, they have to
work together.
And this is why operations is becoming strategic. Not long ago operations
had a follower role, the role of delivering the strategy. Operations had to
evolve the processes of business, to update, to upgrade – to do what the
business had always done, only better. Now that has changed.
The role of operations is becoming central. Instead of delivering the
strategy, it needs to drive it. Instead of evolving the business, it needs to
re-imagine it. It needs to articulate the future. Operations sits at the heart
of transformation
And this is the challenge we help COOs and operations directors to meet.
Not just the challenge of understanding how intelligent automation is
pervading every muscle and every nerve of the corporate organism. It’s
the challenge of taking this ultra-rapid technology change and turning it to
business advantage.
Technology transformation is pervasive. But it’s never just about technology...
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Operations Transformation | At the core of business
6. Pathways of change
Deloitte is a global network of expertise and insight into organizational transformation.
We call on an unrivaled breadth of specialist knowledge including cloud-enabled
transformation, intelligent automation, data analytics and bespoke industry-specific
solutions. But we act beyond the functional categories and technology components:
our Operations Transformation practice is about giving businesses choices about what
they want to be, and how they want to act.
We see more than one path of change, and more than one catalyst for transformation.
Transformation is seldom a self-generating process. It needs an event, a spark, a catalyst before initiation. Organizations often need
powerful incentives to embark on challenging journeys. Experience tells us there are several common catalysts of change.
Organisations may be prompted to embark on a journey of transformation by shifting market demands, or the need to pursue new growth
opportunities, or to harness new technologies. They may need to adapt to regulatory change, or to recover from crisis.
Value is at the core of our approach to transformation. To support our clients we bring the depth and breadth of our experience to deliver
real value to their business today.
Costs
Efficiency
improvements through
operating model
change New business
Creating new revenue
streams from completely
new business, products
or services
Agility
Enabling a more
scalable and agile
organization and
seamless merger and
divestment Profitability
Revenue enhancements
through business unit
alignment
Capability
Building new
capabilities and culture
to drive more effective
ways of working in a
digital world
Growth
Reinvesting savings
to fuel commercial
opportunities through
innovation
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Operations Transformation | At the core of business
7. Catalysts of change
Customer-led
• Shift in business model
• Shift in value chain focus/position
• New ventures
• Leveraging data AI
• Commercial excellence growth
Capability-led
• New organizational structures
• Future of work/of operations
• Robotics and cognitive
automation
Technology-led
• SAP S/4HANA
• Next generation IT operating
models
• loT, cloud solutions etc.
• Digital transformations
Regulatory-led
• Legal entity re-structuring
• Changes in regulatory landscape
Finance-led
• Recovery from liquidity crisis
• Balance sheet recovery
MA-led
(beyond day 1)
• Post-merger integration
• Retained organization
transformation
Cost-led
• Efficiency and effectiveness
programs
• Organisation-wide profitability
improvement plans
• SGA programmes
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Operations Transformation | At the core of business
9. What do we do?
The Fourth Industrial Revolution is
already here. The pace of change is
already exceptional. The depth of
transformation required continues to
challenge and surprise. Our mission
is to travel with our clients on that
transformation journey. We are the
catalyst of change.
We empower organizations to deliver their own agendas. We
do not believe in bolt-on solutions: every business needs to
own their own transformation. We work with COOs, through
one-to-one engagements, workshops and ideas labs, using real
world exemplars drawn from our extensive cross-border, cross-
sector experience in putting Fourth Revolution thinking and
technologies to work. We never impose strategies. We always
map the path to realization.
We understand the journey from strategic goals to sustainable
operational execution. We know that ideals and realities collide.
We know that every organization is constrained, by capital,
by legacy, by environment. We know that cost control and
investment imperatives have to be reconciled. But we have
learned that in the Fourth Revolution, the problem is often the
solution.
Investments in automation and machine thinking will create
efficiencies now that are the foundations of
transformations to come.
We think organically, maximizing the end-to-end opportunity
for every organization. The Fourth Revolution is holistic. It
is not piecemeal, and it should never be. We are in an age of
convergent technologies, and this is the insight that makes now
so different. Data and communication, cloud and automation
and cognitive technologies are working together. This is why their
effects are exponential. That is why the potential of operations
transformation is so revolutionary. When change is end-to-end,
that is when a business embraces the future.
So our key transformation values are collaboration and
integration for business-led change. Our network draws on very
broad sources of excellence – from cloud implementations, to
cognitive tools including our own that are already at work in
knowledge-based industries and traditional sectors alike, to
skills forecasting and management. We draw on global market
experience with the ability to deploy anywhere in the world.
But change is only meaningful when it is sustainable for the
organization. However deep the challenge, the lights must always
stay on. In the end, it is about innovation for better margins, and
better revenue growth – measurable, future-proof change.
It is always about the business.
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Operations Transformation | At the core of business
10. How do we do it? – our market offerings
Our two-staged approach is built around Imagining and Delivering
the future. We start with Imagine, where we leverage Service
Design, Lean, Six Sigma, and a range of technology enablers to
challenge assumptions, focus on the key problem areas and
develop creative, innovative solutions for the people at the heart of
the operations.
In Delivery, we combine the best practices of Agile, DevOps, Lean
Start-up, and Change Management to rapidly build, test and launch
solutions, minimizing business disruption, risks, time frames and
costs, while optimizing solution adoption.
Our proven approach enables true
business-led, technology-enabled
transformation of our client’s
operations. Let us help you unlock your
organization’s potential.
Operations Excellence:
transforming the actual
In today’s digital economy, it is simply not good enough to
continuously improve existing operations. Organizations need
help to modernize, re-imagine and transform their core operations
– necessitated by insatiable customer expectations, technology
innovation and margin demands.
Our Operations Excellence (OE) market offering leads with Service
Design – designing and delivering transformed end-to-end
service experiences to customers and employees – to create
the operational agility our clients need to respond to evolving
customer, market and regulatory dynamics.
Combining deep industry expertise and client insights with process
innovation enabled through next-generation technologies, our OE
market offering increases process productivity and cost efficiency
while creating impactful user experiences.
We put users at the center of our approach, optimizing solutions
for desirability, increasing adoption rates, and solving for the right
problem from the start. Leveraging automation, data
and analytics, we find ways to optimize the use of tools and
industry assets, helping our clients stay at the forefront of
their industries.
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Operations Transformation | At the core of businessOperations Transformation | At the core of business
11. Emerging Business Models:
imagine and build
To modernize, re-imagine and transform an organisations’ core
operations often necessitates a change in the underlying business
and operating model.
Our Emerging Business Models (EBM) market offering helps
organizations to change their core operating model – the blueprint
of how an organization structures its core processes, technology
and people to deliver the value described by its strategy – as they
adapt to disruptions in their underlying business model (how they
create and capture value or commercial success).
We help to evolve and optimize existing operating models in
order to drive the lower-cost and more efficient ways of operating
necessary to underpin future profitable growth. We act as
business design architects, combining a multitude of skills and
capabilities from across our varied offerings – and in particular the
deep industry know-how within our Operations Excellence market
offering – with our operating model design expertise to re-think
how organizations work end-to-end across their value chain.
And we design for new and emerging businesses – particularly
when organizations need to think bigger, more creatively, to
unlock new value or penetrate new markets. We help to radically
transform and re-imagine new future operating models, taking
advantage of the technology-enabled innovation and cloud-based
opportunities that are heavily disrupting the traditional business
models across all sectors. We push the boundaries with next-
generation and industry-specific operational solutions to challenge
what capabilities are required and how they are best delivered
end-to-end.
Blending deep sector-specific expertise with our tried and test
operating model design methodology and industry-specific
process and capability model blueprints, we help to define and
deliver a new “north star” for how organizations operate, capturing
new value and driving profitable growth.
The goal is not just productivity and
growth for existing businesses.
The goal is entirely new value.
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Operations Transformation | At the core of businessOperations Transformation | At the core of business
12. Revenue Cycle and Payments
Transformation:
market place innovation
Our market offering, comprised of deep-sector and capability
experts, leads the market in partnering with
our clients to design, implement, and operate transformational
“pay for performance” and payments modernization solutions that
holistically and innovatively transform their way of
doing business.
We focus on tangible leavers to enable revenue capture, accelerate
cash flow and working capital, and enhance the customer
experience – securing financial growth and sustainability.
Our Revenue Cycle practice partners with our Healthcare clients
to design, implement and operate transformational solutions
that improve patient experience, and identify and implement new
capabilities and technologies across the sector.
Our Payments Transformation practice partners with clients across
all industries in designing and transforming their organizations
through their payments journeys. Whether it’s re-imagining a
classic business model due to market drivers such as ensuring
a superior customer checkout via their end-to-end payments
experience or improving the working capital conversion cycle – or,
when our Clients are embarking on new smart, frictionless and
instantaneous market opportunities - we focus on designing and
delivering a superior experience, reducing costs and maximizing
flexibility to support new revenue models.
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Operations Transformation | At the core of business
13. Meet the core team
Howard Doberman
Global Operations Transformation Leader
London, UK
hdoberman@deloitte.co.uk
James Gordon
Operations Excellence - Global Point of Contact
Vancouver, CA
jamesgordon@deloitte.ca
Leonne Jongejan
Emerging Business Models - Global Point of Contact
Amsterdam, NL
LJongejan@deloitte.nl
Jonathan Lo
Revenue Cycle- Global Point of Contact
Pittsburgh, US
jblo@deloitte.com
Brian Shniderman
Payments Transformation - Global Point of Contact
Phoenix, US
bshniderman@deloitte.com
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Operations Transformation | At the core of business
14. To learn more about how our global Operations Transformation practice please contact:
Contacts
Caroline Yokomizo
Partner
Rio de Janeiro, BR
Tetsuo Takasago
Partner
Tokyo, JP
David Cecil
Partner
Melbourne, AU
David Wai Kit Wu
Partner
Hong Kong, CN
Rajeev Singh
Partner
Delhi, IN
Dinesh Kalluri
Managing Dir.
Hyderabad, IN
James Gordon
Partner
Vancouver, CA
Rachel Miller
Partner
New York, US
Howard Doberman
Global Operations
Transformation Leader
Jim Allen
Partner
London, UK
Ignacio Siso
Partner
Madrid, SP
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Operations Transformation | At the core of business